A Case Study Comparing the U.S. and the Canadian Healthcare Systems From a Business Perspective
Capstone paper – The final written report should be a formal document prepared for the key stakeholders of the project. The structure and length of the document will vary according to the type of project being undertaken, but the report is expected to be substantial, approximately 25–40 pages in length. Must demonstrate the following competencies: Competency 1: Apply foundational knowledge and an understanding of business systems, processes, and technology within and across core disciplines. Competency 2: Integrate information across disciplines and from differing perspectives. Competency 5: Lead and collaborate in virtual, global, and culturally diverse environments. Competency 6: Integrate principles of ethics and integrity into business decisions. In short, the paper must demonstrate demonstrate technology, leadership, globalization/demographics, cultural diversity, ethics, and integrity. See below as a starting point. You can use fictional data to make comparison ex. financial metrics, satisfaction survey, etc. — Proposed Abstract In this report, we compared and contrasted two major pediatric tertiary care centers CHU Sainte-Justine & Nationwide Children’s Hospital) to make strategic recommendations towards the development of the 2020-2023 strategic plan. The aim is to bring CHU Sainte-Justine strategic plan to the level of the American gold-standard in pediatric care. Indeed, a recent internal audit showed that employee’s engagement, motivation, and retention are impeding the ability of the hospital to deliver optimal patient services and to achieve high patient satisfaction. To address this problem, we provide an analysis of the mission, vision, strategic initiatives, finances, and operations of both institutions. Then we used a SWOT analysis to identify current and upcoming challenges that CHU Sainte-Justine might encounter within one, five and ten years. Finally, we provide a lean framework, based on the Nationwide Children’s experience, to promote employee engagement (ex. introduction of a strategy to increase communication and management of change; improved opportunities for skill development and new incentives for retention) and efficient clinical operations (ex. optimization of clinical and human resources and introduction of new electronic tools, such as an electronic medical record system, to remove barriers to peak productivity) which should results in an increase customer satisfaction in terms of average length of stay and average time waiting to receive a service. (word count: 213)? Annotated Outline with Direct Quotes Introduction a. Scope of my report b. Roadmap to success c. Introduction of CHU Sainte-Justine and Nationwide Children’s Hospital II. CHU Sainte-Justine a. Background b. Mission, Vision & Strategic Initiative i. CHU Sainte-Justine mission is to “improve health on the whole which constitutes a complete state of physical, mental, spiritual and social well-being of children, teenagers and mothers of Quebec in affiliation with our health care, university and research partners” (n.d., 2018a) c. Financial Analysis d. Operations e. Need for a change – Identification of organizational problems III. Nationwide Children’s Hospital. a. Background b. Mission, Vision & Strategic Initiative i. Nationwide Children’s Hospital mission is to ” provide the highest quality: patient care, advocacy for children and families, pediatric research, education of patients, families and future providers and outstanding service to accommodate the needs of patients and families notwithstanding their ability to pay for service.” (n.d., 2018b) c. Financial Analysis d. Operations e. Overview of strategic changes over the last 10 years IV. Strategic Plan a. Importance of strategic planning i. “Choosing what not to do requires first determining an organization’s fundamental purpose. This involves more than articulation of a mission statement. It requires saying, “We will focus here and forgo the rest.” At its core, purpose for a hospital must involve delivering high-value outcomes for patients. But there are different ways to deliver value, and defining a way that is unique is the essence of strategic leadership.” (Beckham, 2015). b. SWOT Analysis c. Identification of current and upcoming challenges V. Strategic Recommendations (based on Nationwide Children’s gold standards) a. Employee engagement i. “If you want to impact the patient experience, start by learning more about employees’ beliefs and mindsets. Employee engagement is heavily influenced by the marriage of external circumstances and internal beliefs about those conditions. Better understanding beliefs helps everyone improve their own work experience and the patient experience as well.” (Hess, 2017). b. Operations i. “The application of data and analytics to patient care provides novel opportunities for improving care effectiveness and efficiency. Still, the full potential for data-driven insights to revolutionize care is hampered by the current data input and output limitations of medical record systems, the lack of a robust business model for interoperable data exchange across organizations, and broader organizational barriers that require coordinated solutions across stakeholders. Addressing those barriers and alternative revenue for a sustainable solution has become an increased focus of attention for many investors and public health advocates alike. This trend will likely intensify during the next couple of years to be in place when EMR and EHR software selections are finalized.” (Santilli & Vogenberg, 2015). c. Customer Satisfaction VI. Conclusion Annotated Bibliography Beckham, D. (2017). How to Make Strategic Planning Work for Your Health Care Organization. Hospital & Health Network. Retrieved from https://www.hhnmag.com/articles/7361-how-to-make-strategic-planning-work-for-your-health-care-organization Dan Beckham is a consultant specialized in business management of healthcare and regular writer for the Hospital and Health Network. In this article, Beckham shows that strategic planning must highlight the critical issues that are preventing an organization from achieving its mission/vision and convey the strategic intents and drivers that will allow an organization to move from point A to point B. To do so, he argues that every stakeholder must be mobilized (Executives, Board, Physician, Staff) via open and professional communications that will help to identify root cause issues and possible solutions. This article will be useful to support my strategic recommendation regarding employee engagement and general strategy. Beckham, D. (2015). Thinking Like Michael Porter. Hospital & Health Network. Retrieved from https://www.hhnmag.com/articles/3394-thinking-like-michael-porter In this article, Beckham gives a clear definition of strategic planning. He argues that strategic planning needs to focus on creating unique value for all stakeholders. This conclusion is based on the analysis of livelong work of Michael Porter, a Harvard business professor, best known for its work to lay down the modern principle of strategic planning. In addition, Beckham shows that strategic planning is influenced by market structure and highlights that it is more beneficial for an organization to be unique rather than being the best. Finally, Beckham uses The Cleveland Clinic has an example of successful strategic planning. Overall, this article will be useful to support the need for a change and get a reference point for my strategic recommendations. Hess, V. (2017). One key healthcare employee engagement strategy that drives patient experience. Becker’s Hospital Review. Retrieved from https://www.beckershospitalreview.com/human-capital-and-risk/one-key-healthcare-employee-engagement-strategy-that-drives-patient-experience.html Vicki Hess is a registered nurse and regular contributor to Becker’s hospital